Appendix V Evaluation of IRRI's Progress in Implementing the Recommendations of the 1992 External Programme and Management Review (EPMR)

Recommendation(s)	Implementation*	Comments
Chapter 3 - Research Programmes	Partial	Response: We have recognized the importance of maintaining or increasing productivity in intensive systems but not at the level of concern as suggested by the EPMR.
Recommendation 3.1. The Panel, recognizing the threat posed to food supplies by yield decline and decreasing, factor productivity in intensively managed riceland, recommends that IRRI lead a major research effort, enlisting the best talents available in the world, to seek solution for this complex of problems - a task that may lake a decade or longer to complete.		The Mega Project on Reversing Trends of Declining Productivity in Intensive Rice Systems was initiated in the second quarter of 1994 to quantify and monitor indices of soil quality and economic performance of farmers' rice production systems in domains of intensive rice cropping near and conceptually linked to existing long-term fertility experiments at several locations in tropical Asia. The expected outputs are:
				1. productivity decline quantified and extrapolated; 2. indicators of cropping system performance and production efficiency; 3. indicators of soil quality and sustainability; 4. key constraints and research priorities identified; and 5. models of soil quality and crop productivity validated and refined.
		The project involves five NARS research stations in the Philippines, Indonesia, India, Vietnam, and Thailand. The project sites are located in intensive rice systems that are most representative of the irrigated ecosystem in each country.
		At each site, the project team consists of an agronomist, a soil scientist, and an agricultural economist. Teams have now been formed for all sites except Indonesia. Time frames, major activities, and standardized research and crop management protocols on farm monitoring (total factor productivity, biophysical) and long-term fertility experiments were finalized and research activities have been initiated at four sites.
		Funding for the first 3 years of the project (1994-96) was provided by the Swiss Development Cooperation.
		Yield decline has only been observed in long-term on-station experiments. We do not have sufficient evidence for a yield decline at the farm level. Available data suggest, however, stagnating or declining productivity from applied inputs, such as nitrogen or other inorganic fertilizer, as a general concern to sustainability of intensively managed riceland.
		Although we can reject several hypotheses for the observed yield and/or productivity decline, we have not fully unraveled the complex phenomenon. Major areas for research will focus on 1) better understanding of nutrient x disease interactions and their involvement in yield gaps and 2) assessing whether diversification of intensive rice systems would lead to greater sustainability.
		Despite substantial donor support for research in rice monoculture (IR9) and rice-wheat (IR9) systems, international efforts have remained below the levels suggested in the 1992 EPR.
		One of our major achievements in the last 5 years has been to understand yield decline and recover those yields in the intensive on-station trials.
		Our ability to link on-station results with what is happening at the farm level, however, has lagged - partly because the issues are more complex and site-specific, and partly because of economics staff changes and the difficulty of establishing NARS teams of economists for such studies Most of the rice research systems still have minimal socioeconomics staff, increasing the difficulties of this type of work at a regional level.
		The outlook for the next 5 years for real impact at the farm level is positive. We have assembled competent NARS teams in the Mega Project (on productivity decline), and a new economist is on duty.
		Panel's comments: The Panel agrees that the implementation of the recommendation has been partial because of the complexity of the problem and the need to first describe it clearly. The link with IPM Net in the IR Consortium is a positive development.
Recommendation 3.2. The Panel recommends that IRRI explore the feasibility of combining with cultivar rice the ability of some wild species to grow under low solar radiation, in order to increase wet-season productivity.	Partial	Response: We recognize the need to understand and manipulate processes related to raising the yield ceiling. However, we have not focused on increased light use efficiency at low light as the only and main component. We suggest that other factors particularly associated with N metabolism will have greater payoff for research.
		Crop management as well as crop improvement could play an important role in increasing wet-season rice yield.
		The key steps in our physiological understanding of yield, outlined in the actions taken in 1994, remain part of the IR-1 Project. Only from these studies can we ascertain the opportunity for enhanced photosynthesis under reduced radiation levels.
		One of the key steps is determining the genetic variation in quantum use efficiency. This work will be extended to wild rice materials.
		Our most important target in photosynthesis remains the matching of N supply to demand and reducing the rapid rate of N decline after anthesis.
		The yield potential in the wet season has been closely examined using ORYZA 1. At present, the model estimates are significantly higher than the actual yield, indicating the presence of unknown constraints (physiological, environmental, or managerial), even under the best possible conditions. For more detailed analysis on the yield limitation in the wet season, the model should be modified, or the new type of model should be adopted, that considers physiological processes more closely. Such work is now underway.
		In actual field situations, rice yield in the wet season is limited not only by solar radiation but also by lodging, insects/diseases, or by their combinations. Manipulation of photosynthetic systems is the most difficult part of conventional breeding and molecular genetics. Thus, as we address this issue, we emphasize other attributes, such as lodging and disease resistance (sheath blight), which will open up new technologies for crop and fertilizer management and may lead to a higher probability of success for increasing yield in the wet season. A New Plant Type (NPT) now being developed has a higher lodging resistance and a canopy environment that reduces sheath blight. This NPT may be suited to wet-season cultivation if the proper management option is developed.
		Panel's comments: There is a danger in humid environments of increase in panicle and seed health problems with the New Plant Type, which has its panicle under the upper canopy.
Chapter 4 - Research Management	Full	Response: Given the key role of projects as the unit of Medium Term Plan (MTP) implementation within the Matrix, both the Programme Leader and the concerned Division Head(s) should "sign off" on the project design (i.e., work plan, staff time allocations, budget).
		Project on Strengthening Division Excellence.
Recommendation 4.1. The Panel recommends that IRRI adjust the matrix management system to provide the Divisions more authority and means to strengthen disciplinary capabilities and rigour, and to ensure that the emphasis on ecosystem research Programmes does not lead to an erosion of disciplinary expertise.		In 1994, this concept - of a few limited projects that evolve "outside" the programmes, and strengthen disciplinary capacity - was initiated and has been implemented since 1995.
		The terms of reference of the project are:
			· Improving and strengthening division staff interactions and communications with concerned professionals on the cutting edge of science.
			· Bringing leading scientists into research areas not adequately covered by the Programmes.
			· Strengthening divisional Nationally Recruited Staff (NRS) by providing training opportunities in the use of new techniques or concepts when other funds are not available from the Institute.
			· Creating division databases and guiding a Quality Assurance Team to assure research quality.
			· Organizing a division retreat annually to set the division research targets and focus, and to motivate division staff.
		Panel's comments: The divisions are an equal partner in the matrix structure, and disciplinary capabilities have been strengthened. Maintaining the balance between programmes and disciplines needs to remain a high priority for IRRI Management. Divisions should also favour linking the needs of the rice ecosystems programmes to the response capacity of the cross-ecosystems projects with greater divisional responsibility.
Chapter 5 - International Programmes	Partial	Response: We have made large efforts to mobilize more donors but to date that has been partially successful. Our approach has been to review the way INGER operates to streamline its activities and target the NARS as co-owner and supplier of the Network.
Recommendation 5.1. The Panel recommends that IRRI make every effort to mobilize required resources to protect the integrity and the worldwide effectiveness of the International Network for Genetic Evaluation of Rice (INGER), and to maintain the high level of management capability required for INGER's success.		The reorganization of IRGC and INGER in the GRC is providing the necessary management support for all activities under IRGC and INGER. The rationalization of common activities within the GRC for IRGC and INGER has led to greater efficiency and reduction of duplicate efforts without compromising any of the high standards necessary for germplasm conservation and exchange.
		IRRI had received funding from UNDP, but this was terminated in June 1996.
		In October 1994, we were successful in obtaining funding support from the SDC (Switzerland) and BMZ (Germany). The SDC funds were awarded for a single year only and the BMZ funding support terminates at the end of 1997. We have been unable to secure additional funding support for INGER and, beginning in January 1998, the project will be supported from IRRI's core budget. Recent changes to the structure and organization of the GRC have been aimed at achieving greater rationalization of resources and achieving efficiency in their use. We will use IRRI core funding for the maintenance of international exchange of germplasm, and we are working toward the goal of NARS assuming more responsibility for within-country distribution. This emphasis will mean fewer trial sites for the uniform INGER nurseries, but the same level of breeder access to germplasm at the national level. We aim to provide a better analysis and interpretation of INGER trials that will permit breeders to make reasonable choices for testing lines selected from the uniform INGER trials.
		IRRI and WARDA have jointly developed a proposal to fund INGER activities in Africa, and that proposal is currently being evaluated by UNDP.
		The Council for Partnership on Rice Research in Asia (CORRA) has agreed to the concept that members, in addition to the indirect costs of INGER, pay for the indirect costs for the multiplication, clearing and safe delivery of INGER materials. We are exploring in 1998 NARS capacity to 'purchase' the INGER trials at a cost that pays for added value costs while maintaining INGER germplasm.
		Panel's comments: INGER provides a much-valued service to IRRI and the NARS in the region, and deserves to receive increased funding from the donor community. The Panel regrets that funding for INGER is not adequate at present.
Recommendation 5.2. The Panel recommends that, in replacing its retiring librarian, IRRI employ a professional who has demonstrated competency as an international leader in the diverse areas of library and information services management.	Full	Response: In May 1993, Ian Wallace was recruited from Agriculture Canada to carry on the fine work of Mrs. L.M. Vergara, IRRI's first and only librarian. During the 4 years that followed, good progress was made: a) the library facility was completely remodelled, with improved space, lighting, and fire protection; b) training of IRRI librarians in the new technologies was emphasized; c) the main international bibliographies on CD-ROM were acquired and made available on the local computer network; d) a library automation system was launched; e) international access was enhanced by setting up a World Wide Web site; and f) contacts with NARS clients were broadened. The IRRI Library is now adding links to electronic journals and other Internet-based sources of information. As the most modem library in the Philippines and the CGIAR, it is ideally situated to deliver rice information to scientists worldwide.
		Panel's comments: IRRI's Library remains world-class.
Recommendation 5.3. The Panel recommends that IIW, together with colleagues from national research systems, seriously consider the future of and IRRI's participation in the two Networks: Asian Rice Farming Systems Network (ARFSN) and International Network on Soil Fertility and Sustainable Rice Farming (INSURF).	Full	Response: Cognizant of the rapidly changing research and information environment within which the two networks operate, the establishment of the ecosystem-based research consortia places a different perspective on the role of these networks, hi line with an IRRI Management-initiated Peer Review on Networks, Management has begun in early 1992 discussions on the reorganization of existing networks.
		IRRI discussed with NARS the changing environment, technology, and information needs of modem rice fanning in Asia. The NARS partners emphasized that the twin objectives of intensifying rice production systems to meet the growing food demand and preserving the resource base and the environment will require the development and dissemination of innovative technologies. They advocated that sharing of crop and resource management information, knowledge, and technologies - not only between IRRI and NARS, but also among NARS - is vital to improve rice productivity, and similar to the exchange of rice germplasm by INGER. IRRI strongly believes that the establishment of a resource management network will exert pressure on researchers to develop technologies that will increase productivity in rice farms and improve the relevance of rice research to field problems, based on clients' feedback. After much intensive in-house discussion, and consultation with NARS, in 1994 IRRI established the Crop and Resource Management Network (CREMNET) to facilitate the sharing, evaluation, and adaptation of rice research outputs from IRRI and NARS. During the past 3 years of operation, the network has made significant progress, and NARS partners appreciate very much the catalytic role of CREMNET in promoting evaluation and adaptation of emerging research findings and technologies.
		Panel's comments: IRRI and its partners are active in CREMNET, and are committed to fully utilizing the benefits of this network, which are already considerable.
Chapter 7 - Organization and Management	Partial	Response: As a matter of policy, the Nominating Committee of the Board follows accepted procedures for CGIAR centers where prospective trustees are identified through an interactive process involving IRRI Board Members, Management, CGIAR Secretariat staff, databases, and other contacts. The search process has been expanded by encouraging nominations from IRRI staff. A continuing process of identifying and compiling a list of nominees was established. Nominations must include specific information on the candidates' possible contributions to the Board.
Recommendation 7.1. The Panel recommends that the Board further improve the way it selects and orients its new trustees.		IRRI has responded accordingly to global changes in the technological and economic frontiers by expanding the composition of the Board. The former practice of giving preference only to eminent experts in agricultural research has changed. Nominees with high personal and political profiles from the private sector or non-governmental organizations receive special consideration.
		Steps were taken to revise the old practice of "automatic" re-election of Trustees for another term. According to recent guidelines, at least 1 year prior to the termination of a Trustee's term, the Nominating Committee Chair must inquire officially about his/her interest in accepting re-election, if nominated. If a Trustee indicates willingness to be re-elected, the Nominating Committee includes the name in a list of two to three candidates and presents this list to the Board in a closed session. The concerned Trustee will not attend the closed session. Through secret balloting, the choice is made and becomes the official Board action on the matter. This process broadens the choice of candidates for a vacant post.
		The number of female Trustees has increased from one in 1992 to three in 1997.
		A handbook on Orientation Programme for New Trustees has been updated. New Trustees are requested to come at least a day before the Board meeting to get acquainted with IRRI programmes, staff and facilities on-site. The Programme Committee Chairperson assumes the task of orienting the new Trustee to IRRI and the CGIAR System
		Special orientation sessions are also held as requested by the Board. In 1995, an orientation for Trustees on the planning, budgeting, accounting systems, and procedures at IRRI was conducted. A manual was also prepared to help the Board Members in understanding and interpreting financial reports.
		Panel's comments: Although some improvements have been made, the composition of the Board remains a matter of concern. Increased attention is needed to further strengthen the scientific and finance/management expertise on the Board.
Recommendation 7.2. The Panel recommends that future peer reviews include a critical assessment of scientific quality.	Partial	Response: Scientific quality and relevance have been and are key concerns of IRRI. The introduction of management-initiated external peer reviews is one of the tools to ensure high quality.
		Further, we have strengthened the independence of our Peer Reviews by:
			· Canvassing the names and CVs of potential panel members from a broad audience including TAC and donor members.
			· The IRRI Steering Committee selecting the panel members based on their objectivity and experience.
		We have continued to undertake Peer Review using the guidelines developed at IRRI for independent reviews. However, in 1996 and 1997 we did not conduct peer review during the year of (a) extensive planning for MTP in 1996 and (b) large staff reduction in 1997.
		Panel' comments: Peer reviews and CCERs are useful mechanisms for ensuring scientific excellence and management effectiveness. IRRI Management and Board need to give increased attention to the Centre's mechanisms for quality assurance.
Recommendation 7.3. The Panel recommends that IRRI continue to conduct impact assessment studies.	Partial	Response: We appreciate the Panel's confirmation of the importance of impact analysis. We interpret this recommendation as supportive of both ex-ante and ex-post assessments. We have focused more analysis on ex-ante impact to guide our research with limited ex-post.
		We place high importance on ex-ante impact assessment as a component in setting priorities, assessing equity and environmental impacts, and planning better use of scarce resources.
		We conducted a workshop on impact assessment in 1996; the output is a book publication to be released soon.
		We are conducting some limited ex-post assessment in the IAEG Programme of the CGIAR.
		Panel's comments: The development of an impact culture is a continuing task. Both ex-ante and ex-post impact studies need to be carried out. The Panel is pleased that IRRI intends to further strengthen its impact assessment work.
Chapter 8 - Administration and Operations	Partial	Response: The position of the HRD Manager, vacant at the time of the 1992 External Review, was filled in February 1993. This Manager has done an exemplary job of strengthening the human resource management function, particularly for the Nationally Recruited Staff (NRS).
Recommendation 8.1. The Panel recommends that, in reality, the HRD Manager report directly to the DDG for Finance and Administration and that human resource management responsibilities be consolidated.		IRS personnel matters, on the other hand, continued to be handled by a Director for Administration until early 1996. Both officers reported directly to the DDG for Finance and Administration.
		With the retirement of the then incumbent Director for Administration on January 31, 1996, this position was not filled in line with the streamlining measures at IRRI. IRS personnel matters in IRRI continue to be under the supervision of a single senior IRRI official. Although consolidation of both the IRS and NRS human resource management functions as envisioned by the 1992 EPMR Panel has not yet been possible, IRRI is actively recruiting to fill a newly established IRS position (Director of Administration and Human Resources), which puts renewed emphasis on the human resource management function. We expect that consolidation will occur once this position has been filled within the next few months.
		Panel's comments: The human resource management function, both for IRS and NRS, needs to be under the charge of well qualified and experienced professionals. The Panel expects that the new Director of Administration and HR and the new HR Manager will bring the needed expertise.
Recommendation 8.2. The Panel recommends that the Chief/Security Officer position be filled by a person from outside IRRI present staff and that IRRI increase the proportion of contract security officers among its security staff.	Full	Response: We appreciate the importance the Panel has placed on the security issue at IRRI. We have, for several years, initiated steps to improve security, and we will continue to do so with the Panel's suggestions duly noted and with the special care needed in the local environment.
		The Chief Security Officer position was filled on May 16, 1994, with an experienced officer from the Philippine Army. This Officer resigned after a year and was replaced with a certified security professional whose qualifications include some years of military training at the Philippine Military Academy, a Management degree, and graduate course work in Public Administration.
		Between 1992 and 1997, the number of contract security officers has increased by 38%. Changes in the composition of security personnel since the 1992 External Review follow:
					Contract	Core
		Before the Staff Adjustment Programme in 1993			45	47
		As of July 1994			60	21
		As of March 1997			62	14
		Panel's comments: Security of IRRI's campus appears to be good. However, continued attention would be useful as the function is increasingly contracted out.

* Full/Partial/No